BUSINESS & TECHNOLOGY TRANSFORMATION

BUSINESS &

TECHNOLOGY

TRANSFORMATION

Bridging the gap between

strategy and execution

FURTHERING PEOPLE FOR BETTER PERFORMANCE IN DO-HOW

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B U S I N E S S & T E C H N O L O G Y T R A N S F O R M A T I O N

I N D E X

1. NEW DIGITAL IMPERATIVE ................................................................................................................. 3

2. ADAPTABILITY IS THE NEW COMPETITIVE ADVANTAGE .............................................................. 5

3. TRANSFORMATIONAL ACCELERATION WITH TRI-ICT ................................................................... 7

4. DIGITAL ACCELERATORS FOR ENTERPRISES ............................................................................... 9

5. TRI-ICT SERVICES ............................................................................................................................ 10

6. TRI-ICT START TO DIGITIZE PACK .................................................................................................. 12

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1 . N E W D I G I T A L I M P E R A T I V E

Embracing digital technologies is crucial to stay relevant and profitable in your

industry. By 2019, companies around the world are expected to have spent a total of

US$2.1 trillion on digital transformation, according to IDC.

Modernization and digitalization of so called “legacy” business models can provide a

competitive advantage to any organization. For those organizations that have already invested

in ‘their’ digital transformation, this process never ends. They continue to look for new and

better ways to structure the IT organization or are in need for new and proper toolsets, skills

and talents to manage the huge data loads, or their online services or to cope with security

and compliance throughout the organization.

Many organizations lack effective visibility on their organizational, operational and business

structure. Fragmented data and systems, very complex architecture, a lot of re-creation and

duplication, misalignment between business and IT and a workforce not always willing to

operate in a more agile way.

Although it is a real challenge, the objective is to obtain a future state with an effective

oversight, integrated business, controlled and clear GRC (Governance, Risks and

Compliance) strategy with a positive impact on business and results.

This ‘future state’ should be the goal of any transformational project. The following picture

shows some of the digital accelerators that help in obtaining an ‘improved future’ state’:

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There are many possible roadblocks when going through a path of digital transformation, some

of them are technical, some are strategic or practical.

When reading reports off the world top analysts, the following barriers keep coming back as

the key reasons why digital transformation projects don’t get started, or if started don’t result

in anything substantial and/or successful.

There are a few more than indicated above:

1) Full buy-in and support of all management layers

2) Workforce (un)readiness

3) Lack of dependable partners

4) Lack of strong management buy-ins

5) Insufficient stakeholder engagement

6) Security concerns

Taking this list of barriers into consideration, clearly, a digital transformation roadmap can

only be successful if it takes not only the technical & operational environment into

account, but also focusses on the cultural and socio-economic (internal and external)

environment.

Going through digital transformation is going through change. If the roadblocks are

properly addressed, it can provide an environment in which people (individually and in

groups) will care more about what they do with higher ability to accept new processes,

with more room for individual insights and initiatives and more motivation.

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2 . KEY TO SUCCESS FOR DIGI TA L : A NALOG

There is one key analog component that has a lot of impact on the success rate of any digital

project: people. From buy-in, motivational, empowering and … learning perspective.

It is common knowledge that people and organizations should be part of a never-ending

learning environment. This is a no-brainer in the path to success for any business.

Today we see that organizations understand that learning should be a key focus but often

there is lack of investment, time and resources to use learning to ready an entire organization

for the business transformations the organization needs.

Experimental and Social learning:

An agile organization, one that has the ability to adapt fast to new business imperatives, is one

that invests in learning beyond the structured learning processes. Maximum 10% of learning

interactions comes from workshops or seminars, and maximum another 20% comes from

collaboration, mentoring and coaching. People, and by extend an entire organization, learns

the most through workplace integration (problem solving, job rotation, special assignments

and projects).

Organizations that want to be successful with any digitalization project need to invest in all

levels of learning throughout the organization with the intend to make sure everybody is more

than aware of what needs to be achieved and how it will be achieved.

By participating in an adaptive environment, employees will be empowered to

contribute in a creative way to the transformation, it will improve motivation and

efficiency and in the end, will result in better solutions and customer experiences with

higher trust.

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Before he founded TriFinance, Gert Smit was the CEO of the global staffing company Vedior,

which under his tenure became one of the biggest staffing companies in the world. Reflecting

on his career, he noticed that his colleagues’ career planning did not result in the optimal

outcome for organizations. In a classic pyramid organization, it’s always either up or out. This

means a great deal of ruthlessness and little trust, leading to the loss of creativity and good

ideas and evidently a loss of talent and knowledge.

Employees who become isolated are less productive than employees who share knowledge

with each other in a network structure. This demanded an alternative model and a new type of

professionals, Me inc.® professionals. This could only materialize in a new world. ICT allows

employees to share knowledge, for example. It enables the creation of platforms which are

essential for a Me inc.® professional and essential to create an adaptive ecosystem.

Recognizing this reality and by adopting this philosophy, the Me inc.® professionals of Tri-ICT

are very well positioned to make a success of your Digital Transformation project.

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3 . TRA NSFORMA TIONA L ACCELERA TION WI TH

TR I - ICT

Based upon our learnings and experience but also based on academic research we, at

Tri-ICT, have developed a pragmatic approach to support your organization to become a digital

company.

Our approach is, amongst other things, inspired by the work of Dr. John Kotter (Harvard

Business School) who defined 8 practical steps for the execution of change, obviously,

something to consider when striving for a successful approach in the orchestration of digital

change. This can be easily mapped to any digital transition process:

1. Create a sense of urgency

Understanding digital disruption and market momentum

2. Build a guiding coalition

Build digital culture with a willingness to challenge and share knowledge between

interdisciplinary teams and business eco-partnerships

3. Form a strategic vision and start initiatives

Crystallize different options and values

4. Enlist a volunteer army

Set the stage, bring clarity and prepare mentally for the change, bring a concrete realistic

story, evangelize

5. Enable the teams and remove barriers

Commitment to accountability, stakeholder communications, interdisciplinary

collaboration, outline business transformation architectures (Current - Transformational -

Future) development stages

6. Generate short terms wins

Start experimental learning, PoC’s,

7. Sustain acceleration

Agile projects, measuring progress and operational excellence

8. Scale up and institute

Restructure GRC, measurements and maturity and capability levels

At Tri-ICT we believe strongly that these are the focus areas to lead companies and

organizations into the digital era:

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FOCUS AREA’S MEANING MEASURING (KPI’S) DRIVING FORCES

Customer experience

Create a compelling

experience for you

mobile customers

through the channel of

choice, having in mind

the customer experience

Net promoter score,

recurrent business,

meaningful dialogues,

number of new

customers, cross and

up-sell increase

Customer situational

awareness and

predictive behavior,

sentiment of social

analytics.

Talent management Enabling and engaging

employees, furthering

their digital skills,

expertise and

employability

Engagement scores,

collaboration, speed of

learning

Recognizing and reward

personal development

culture, contributions and

entrepreneurship

Operational

governance and

structures

Rationalization of cost,

infrastructure and means

Number of digitizing end

to end processes,

productivity rates

Business effectiveness,

operational efficiency

and productivity

Business continuity,

security and privacy

Protection of personal

data

Number of threats

detected and solved,

number of privacy

breaches, fraud losses,

Up- and response time

Trust, transparency and

proactive protection of

sensitive and personal

data

Platforms and

infrastructure

integration

Handle complexity and

heritage systems,

implement new “cloud”

services,

integrate back office

systems

Utilized platform

investments, cost of

integration and

maintenance

Use of standard platform

and cloud services

Fast adoption of

disruptive innovations

Enhancing the speed of

technological driven

innovations

Percentage of budget

allocation for disruptive

technology and services,

proportion of new ideas

that reach concept

design

Prototyping, use of big

data, IoT, AI reasoning

and learning systems,

digital culture

Sustainable

transformations

Maximizing the key

capabilities of your

organization to go digital.

Manage ROI and

cashflows

Overcome digital-culture

deficiencies, cultivate

key digital business

capabilities

Co-Creation of new

values in business

ecosystem

Creating new sources of

revenues by co-created

values and resource and

intellectual capital

sharing

Number of value

propositions and product

development, IP

exchange, common

customers

Chain and business

model integration

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4 . D I GI TA L ACCELERA TORS FOR ENTERPRISES

To leverage the digital journey the following transformation capabilities will help your company

moving five time faster to the digital ERA:

• Create a better customer understanding around customer journeys, IoT, predictive

models.

• Facilitate Interdisciplinary and experimental learning to create deep understanding of

innovative digital technologies all based on real customer needs and operational

effectiveness.

• Create new digital values and change your business model before others do to improve

brand recognition and implement them quickly based on the existing customer

relationships. Speed is essential to becoming a leader or a fast follower.

• Optimize your core business capabilities for digitalizing services and fundamentally

transform the business to make it leaner, more agile, and more cost effective.

• Mastering your big data effectively to generate higher revenues and come up with more

innovative project ideas and capabilities. In the process, create entirely new revenue

streams, business units, and stand-alone businesses.

• Artificial Intelligence and machine learning in the workplaces to augment Intelligence and

empower personal capabilities for intellectual advancement. This can make human

expertise two time smarter every year.

• Embrace your ecosystem by collaborating across your ecosystem, new digital services will

emerge in your value chain.

• Knowledge management and transformation by facilitating interdisciplinary collaboration

and by using Enterprise Architecture contributions.

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5 . TR I - ICT SERVICES

Business & Technology Transformation as a Service (BTTaaS)

To overcome internal “digital barriers” we offer audit; advisory and architecture services build

around the following value propositions:

Business & Technology Transformation as a Service (BTTaaS):

I. Living business models (developing a Strategy)

II. Enterprise Architecture (creating a Body of Knowledge)

III. TriTopia Lab (Experience the innovation)

IV. Program and project support (Manage the execution)

V. Implementation based on Cloud Solutions (Integrate the solution)

VI. Governance Risk and Compliance (Develop the organization)

Service matrix

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Enterprise Architecture & Support

Our architects can support your organization in building an Enterprise Architecture practice,

coach your team of architects to obtain the best possible results and outcome of any Enterprise

Architecture exercise, build (as an architect) your body of knowledge and advise and coach

you on using appropriate tools and standards.

Readiness and Coaching

As all our professionals at Tri-ICT and TriFinance are Me inc.® professionals, they understand

extremely well the importance of knowledge sharing, especially during and near the end of a

project assignment. Special care is taken so the transfer of knowledge to (other) project

owners.

Tri-ICT can also setup specific training and coaching on a broad range of Enterprise

Architecture, Technology, Cloud related topics, including the use of various specialized tools

based open standards such as ArchiMate® and TOGAF®.

Business & Technology Transformation Advisory

The Project Consultants of Tri-ICT can support a wide range of IT projects, especially when

related to digital transformation roadmaps of our customers. From system and Enterprise

Architecture to support of the implementation of new systems, from project and program

management to governance and planning. We are used to work in an environment with models

and methodologies and we do have a lot of experience working with other consultants. What

counts is the quality and the impact of the outcome.

Transition & Support

Whether we Recruit & Select for a customer or looking for skilled professionals to be assigned

on projects in our customers’ organizations, we apply a very strict methodology to make sure

we find the right people matching skills, knowledge, experience and ethical expectations of the

target organization or project.

As Tri-ICT is part of the TriFinance organization, we have access to a broad range of Me inc.®

professionals beyond IT and technology skills.

Beyond Advisory…

Beyond Advisory is our ambition in all what we do at Tri-ICT and TriFinance. We work beyond

a report or advice. We try achieving a result by help improving the business impact of IT in our

customers’ organization. Tri-ICT-consultants are only satisfied when a proposed solution is

operational and successfully implemented. From Insight to Realization!

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6 . TR I - ICT STA RT TO DI GI T I ZE PA CK

SERVICE OFFERING We offer an easy way to check the quality of our services and to achieve some initial results

or quick wins while doing it. Our Start-To-Digitize pack contains the following items &

activities:

We look forward having a dialogue with you and your organization about your digital future

and the contribution we can offer you, individually as well as an organization.

Tri-ICT® is part of the TriFinance® group. TriFinance® is a consulting company with broad

offerings in financial consulting, project management, change management, reporting and

Clevel solutions.

CONTA CT DETA I LS

• Marco Schuller (Lead Architect) - M: +31 6 211 770 11

E: [email protected]

• Nick Willemstein (Business Manager)(*) - M: +32 496 27 21 21


• Wim Dierickx (Business Unit lead)(*) - M: +32 496 27 21 21


(*) acting for a company

© Tri-ICT, MI&S nv, 2018

START-TO-DIGITIZE

1 day of intake to have an initial understanding of the customer needs,

objective and environment

+

3 days of Enterprise Architecture lab

+

1 day digital workshop to identify one area of improvement +

2 days to draft a high-level execution & design plan

7 days pack @ 5.000 EUR excl. VAT

Documents

BUSINESS & TECHNOLOGY TRANSFORMATION